• Partnering with divisional executive group day to day and as member of divisional board:• Setting strategic objectives for $300mill turnover division of global consulting business• Providing timely and accurate financial insight to business performance• Identifying, forecasting and managing financial risks and opportunities• Overseeing monthly, quarterly and annual forecasting and financial Planning• Challenging business performance metrics and identifying improvement measures to support achievement of financial plan• Leading a finance team of 20 FTE (4 Direct Reports) comprising• Finance reviewer on all major bid submissions for the division comprising:• Notable bids supported (and won) include:i. SCAPE Built Environment Consulting Services Framework as part of tri-partite JV proposal ii. Education Funding Agency Schools Surveys Programmeiii. HS2 Cost & Estimating Framework• Preparation and participation in Senior Management Board meetings with UK & Ireland Chief Exec, UK&I CFO • Operations and Commercial Interface for Project Risks & Opportunities management: Overseeing adherence to delegations of authority matrix• Management of relationship with wider finance team comprising Peer Group, Corporate Accounting, Record to Report, FP&A, and Treasury & Tax to achieve the following:• Finance Initiatives Support• Supported the implementation of month process changes for UKI finance team during FY20 to improve efficiency and timeliness of month end close• Recently supported offshoring process for project accounting roles in the UKI business to Romania (ongoing project)

Currently based in the Buildings & Places end market with dual reporting line to Finance Director Buildings & Places and Divisional MD:• Partnering with the business in respect of Financial Performance, Forecasting, Risks and Opportunities Analysis, Financial Planning, Operational review and Working Capital management• Member of Divisional Board comprising, MD, Operations Directors, Commercial Director and Business Unit leaders, representing financial interests, providing insight and understanding of business performance, and contributing to strategic and tactical initiatives for plan achievement• Working with Ops Directors, Credit Control and Billing to optimise working capital performance and drive improvement in DSO performance• Lead finance reviewer on all major bid submissions. Notable recent bids supported (and won) are SCAPE Built Environment Consulting Services Framework as part of tri-partite JV proposal (>£300mill fees over 4 years), Education Funding Agency (£8.2million fee) and HS2 Cost & Estimating (£8.5million annual fees)• Finance Lead and key member on multiple projects within the business portfolio, comprising participation in periodic review process of operations, change management, earned value and revenue recognition issues• Education of operations management on financial revenue recognition principles and financial discipline around maintenance and integrity of project data to support revenue recognition and SOX compliance requirements• Participating in Senior Management Board meetings with European MD, EMIA FD and EMIA OD, and CEO, reviewing ops & finance performance, contracted and non-contracted revenue pipeline• Ad hoc contribution to finance and operations change management projects. Currently leading on month end process improvement cross finance initiative to improve the efficiency and accuracy of the period and quarter end close, leading on Project Accounting and Business partnering activities.

An interim appointment, assisting in the set up of management reporting, operations business partnering, capital investment appraisal and other finance processes at a new start up pub business, formed through the private equity (TDR) backed acquisition of 330 pubs from Mitchells & Butlers. Developed the capital expenditure and accounting processes required to facilitate the set up and implementation of CODA financials to the business.

The UK's leading waste management services provider, delivering commercial, domestic and hazardous waste collection and treatment services, operating recycling facilities and 13 landfill sites, managing 10 long term PFI contracts to deliver major waste treatment infrastructure, and performing project based industrial clean up services. The company has12,500 employees in the UK and is a division of French multi-national Veolia Environnement which has a global turnover of Euros30bn Responsibilities and Achievements include:Reviewing, evaluating, and currently implementing a rolling forecast process to the UK business to replace the current annual budgeting and forecasting cycleReviewing, recommending and currently implementing an automated accounts payable solution targeted to reduce costs by £200k per annumMember of UK business strategy working group with responsibility for business infrastructure initiativesIntroducing a cross finance team training and development program and a platinum approved trainee accountant's schemeManaging the monthly reporting cycle to senior execs and participating in monthly executive finance review meetings

A globally recognised brand and the leading food service retailer in the UK, operating 1,200 units. This position held management responsibility for commercial and service performance of all non-core (non food and packaging) procurement, to a total value of £80million. Evaluation of business risks, stakeholder engagement and setting appropriate commercial and service models to ensure business continuity were key challenges for this position.Responsibilities and Achievements include:Introduced a strategy to improve the commercial and operational risk management of business energy requirements, delivering a 5% consumption reduction in the first year. Introduced national waste management contract resulting in the diversion of 80% of cardboard packaging waste from landfill at no incremental cost to the business.Member of the team responsible for the introduction of a process to recycle all used cooking oil into high-grade bio-diesel for use within the business distribution fleet.Developed and introduced a framework to manage the commercial and service performance for all non-core procurement activitiesManagement responsibility for team of 15 people, performing technical, commercial, operational and administrative support to the retail units

Leadership of finance shared service centre, and operations finance team nationally. This role had responsibility for the financial integrity of the operations P&L statement, the delivery of insightful and relevant analysis to drive business performance, coordination of planning and forecasting operations finance performance and input at a strategic level to the UK executive team. Responsibilities and achievements included:• Developing finance processes through shared service centre, and MI through operations finance teams, to ensure finance team support evolved and facilitated business development• Developing SLA’s and managing KPI’s with the UK business for delivering shared service centre objectives, and operations finance support.• Management lead on re-procurement of cash handling and processing contracts, reducing annual costs by £2million per annum• Project team leader on business review of non-core facilities services expenditure and procurement activities, leading to new strategy and management approach in this area• Prepared and presented full business review of franchising strategy to UK executive team, resulting in re-development of franchising business decision making process

Responsible for finance support to regional management team, for the company and franchised operations across 350 restaurants. This position also had management responsibility for a team of 14 qualified and non-qualified staff and developing finance team strategy at a national level with the corporate team.• Project lead setting up finance shared service centre, consolidating 3 regional finance teams into 1 central function, saving 10 headcount and £250k per annum• Member of pan-European finance team tasked with re-designing the accounts payable process for McDonald’s European business, and implementing an electronic workflow approval system